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Values and Behavior in a Work Environment: Taking a Multi-level Perspective

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Values and Behavior

Abstract

This chapter discusses the influence of personal values on organizational behavior, addressing both the content the values convey, and the process through which they are translated into behavior. The first part of the chapter employs Schwartz’s value theory as a framework for categorizing modes of behaviors. We review past literature on personal values and work-related behavior, and propose lines for future research. The second part of the chapter discusses the value priorities of a prototypical manager. Their high status in the organizational hierarchy allows managers to influence behavior at multiple levels of the organization, including the policies and strategies developed at the organizational level and the behavior of their subordinates. Finally, we consider the role of the broader societal context by questioning the cultural boundaries of this body of literature.

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Notes

  1. 1.

    Creative performance was also positively associated with universalism values and negatively associated with power values. Universalism values are adjacent to self-direction values in the circular value structure, and express motivations that are similar to the motivations embedded in openness values as they emphasize the motivation for tolerance toward other people and ideas as well as the motivation for an esthetic world. Power values are adjacent to security values, and express motivations that are similar to those of conservation values as they emphasize the motivation to gain control over people and resources.

  2. 2.

    Additionally, the findings have shown that creativity at work is positively related to achievement values and negatively related to power values. The positive association between achievement values and creativity may reflect the general belief in organizations that creativity leads to professional and organizational success. Thus, creativity allows employees to attain achievement values, representing their pursuit for success. In contrast, power values are likely to hinder creativity as they emphasize pursuing external rewards (e.g., bonus, evaluation, authority), which are considered detrimental to creativity (Amabile 1997; Hennessey and Amabile 2010).

  3. 3.

    It is only at the end of the experiment that participants were informed that the scenario was fictional and not part of any actual initiative by the university management.

  4. 4.

    Hedonism values share elements of both self-enhancement and openness to change value dimensions. In Schwartz’s value circle, they are positioned between self-enhancement and openness to change values.

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Acknowledgements

This project was supported by a grant from the research authority of the Open University of Israel to the first author.

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  1. Department of Management and Economics, The Open University of Israel, Ra’anana, Israel

    Sharon Arieli & Orly Tenne-Gazit

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  1. Sharon Arieli
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  2. Orly Tenne-Gazit
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Correspondence to Sharon Arieli .

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Editors and Affiliations

  1. Department of Education and Psychology, The Open University of Israel, Ra’anana, Israel

    Sonia Roccas

  2. School of Business Administration, The Hebrew University of Jerusalem, Jerusalem, Israel

    Lilach Sagiv

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Arieli, S., Tenne-Gazit, O. (2017). Values and Behavior in a Work Environment: Taking a Multi-level Perspective. In: Roccas, S., Sagiv, L. (eds) Values and Behavior. Springer, Cham. https://doi.org/10.1007/978-3-319-56352-7_6

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